Usually, the word “vision” in leadership brings to mind lofty, high level ideals – a long term strategic objective. But leaders with vision do more than align staff members with a company’s mission or rally the public around a common cause.

Visionary leaders focus on everyday objectives as well. They are optimistic and enthusiastic and inspire those around them. People naturally follow leaders who arouse their hopes just as surely as they reject anyone who is perpetually pessimistic. Have you ever known an effective leader who was lazy or constantly negative?

That’s not to say that visionary leaders operate in a vacuum. They cannot simply pretend that setbacks don’t occur or that challenges don’t exist. The reality of a given situation may very well present real and significant problems to be addressed. They have to be honest and forthright to stay credible. But rather than allowing the focus of the group to become fixed on the obstacles, they engage the team in developing productive and meaningful solutions.

Visionary leaders are passionate and purposeful about the work that they do and the objectives they seek. Indifference is contagious and erodes the credibility and effectiveness of a manager, so leaders demonstrating strength of vision must have the courage to challenge those around them, subordinates and superiors. In this context, ‘challenge’ means that visionary leaders question the validity of assumptions or reasoning of others, not to be obnoxious, but to better understand and facilitate meaningful two way communication and feedback. It’s a fine line to be sure, but if leaders are afraid to speak up, the flow of communication becomes so filtered that it is rendered meaningless, or worse, actually opposite of what was originally intended.

There’s a great book by George Washington University Professor, Jerry Harvey, called “The Abilene Paradox.” In it, Harvey illustrates the paradox in which a group of people collectively decide to pursue a course of action that none of them actually wants, however no one speaks up against it for fear of being the squeaky dissenting wheel. They each incorrectly assume everyone else wants to go along.

Just as visionary leaders must be willing to challenge those around them, so must they be willing to be challenged. How often do we solicit the opinion of others thinking we want information, when we really just want affirmation? That kind of confirmation feels good, but it doesn’t mean very much. It’s like telling the emperor that his new suit looks fantastic instead of pointing out that he’s walking around naked. And guess what often happens when the information we receive doesn’t quite align with the affirmation we were looking for? That’s right, the emperor is not happy… until he finally realizes that someone had the courage to be honest with him and act in his best interest.

I think it’s natural to prefer a response that validates rather than challenges, but there is tremendous value in constructive feedback. Visionary leaders check their ego at the door and rely on those they trust to be honest and provide candid information and insight. Their purpose is to make everyone around them better, but they also reap what they sow. Engaging others in an objective focused process makes them stronger, more effective, and more motivated. And that’s the whole idea.

“I don’t want any “yes-men” around me. I want everybody to tell me the truth even if it costs them their jobs.” ~Samuel Goldwyn

Ironically, however, the ability to influence others, either in an organization or in the political arena, ultimately doesn’t depend on an individual’s title or position of authority. In fact, those in positions of “authority” often confuse their ability to inflict their will on others (where authorized by their position or title) as a “right” of leadership. This is frequently the case with new managers and those whose motivation for leadership is based on a desire for authority in the form of personal control and power.

These authoritarian relationships may command respect in a superficial sense, but are void of trust and respect. They are based solely on fear rather than empowerment and personal ownership, and offer no provision for alignment of ideas or ideals. In this self-centric mindset, the emphasis on success is internal. The success of both subordinate individuals and the team is viewed by the manager as being dependent upon his or her personal success. These managers tend to believe that in order to validate their own value to the organization they must make themselves essential to the success of the team.

I see this in teams that are largely dysfunctional when the leader is absent. Decisions cannot be made without the manager’s consent. Personal ownership and accountability is stifled and autonomy is restricted. There is little or no basis of trust in the competence and discretion of the team members. This type of manager hordes power, controls rather than leads, and lacks the self confidence to allow subordinates or the entire team to excel in his absence. They make the success of their team completely dependent upon their presence and participation.

I believe that just the opposite is true of superior leaders – that the true measure of success for a leader is not how necessary he is to the team, but in fact how unnecessary he is. This might sound radical or counter-intuitive, but if a leader has truly done his job, the people who work for him should be able to function autonomously for an extended period of time without the necessity of his direct supervision. They should all be aligned both individually and collectively with the organizational vision and goals. They should each have a strong sense of personal ownership and accountability, both to their leader and to each other. They should exhibit integrity and self-discipline. They should be enthusiastic and self-motivated. And finally, they should have a balanced sense of selflessness (teamwork) and drive for personal achievement. This is the very essence of a high performing team, and the best managers and strongest leaders, in effect, actually make themselves less and less integral as their teams become more and more self-sufficient.

The ability to influence others is a powerful and awesome responsibility. Effective, superior leadership, under which individual and team performance is developed and cultivated to its highest potential, requires uncommon, illusive, and perhaps innate personal qualities. It requires confidence and vision with a strong sense of purpose. It requires courage, discipline, and dedication to the development of others. It requires authority without authoritarianism. Superior leaders nurture cooperation instead of mandating compliance. They build consensus and create a culture of alignment in which every member shares in the ownership and accountability.

The Character of Leadership Competency Model was developed through years of personal experience. It was influenced by the thoughts and ideas from a multitude of sources, and shaped by real world application in my role as a leader, influencer, and developer of people. I believe that the foundation of superior leadership is comprised of 5 essential core attributes – Character, Discipline, Humility, Courage, and Vision.

Naturally, there are also many essential behaviors that leaders must demonstrate. Good communication is most often noted as an obvious example. I certainly agree, however, this model is not intended to be a list of behaviors or habits. It’s far more a reflection of the values and belief system that superior leaders model in their both their personal and professional lives. These attributes represent the broadest measure of a leader’s effectiveness and success.

Character

Trustworthy – Trust is a product of character and integrity, and is the foundation for effective leadership.

Speaks with Authority – Leaders speak not out of arrogance (from a perspective of position or title, i.e., ego), but with unwavering conviction and confidence in their vision (truth).

Integrity Above Reproach – Effective leaders must have credibility. This is built on honesty, steadfast principles and standards. Good leadership is a matter of character, and character is defined by integrity.

Resilient – While having many weaknesses and limitations, leaders must be strong and stalwart.

Empathetic – Essential to compassion, sensitivity, and understanding – leaders must give people room to fail as well as succeed. People need encouragement and reinforcement when they struggle. That’s why we coach.

Discipline

Never Compromises Absolutes – It is one thing to compromise on matters of preference, it is quite another to compromise on matters of principle.

Definite and Decisive – Good leaders must be able to make decisions that are clear-headed, informed, and conclusive. The must also communicate objectives in a way that is articulate and specific.

Knows How to Delegate – You simply cannot, and should not, do everything yourself. A few things demand hands-on attention – delegate the rest. Remember what it is you are working for.

Self-Disciplined – Discipline ensures we operate by principle rather than emotion or personal desire.

Humility

Humble – Good leaders are humble with a willingness to serve others first – employees, customers, and company. Competent leaders do not need to seek the spotlight of recognition. Their success is defined not by being indispensable to the organization, but by leading others to lead themselves. The most effective leader is one who makes his own presence unnecessary.

Knows His Limitations – A leader who forgets his own weaknesses will inevitably fail.

Knows When to Change His Mind – Good leaders are definite and decisive, but not inflexible. They do not perpetuate bad decisions (out of ego) and know when to adapt to changing circumstances.

Admits Mistakes – Character and trust is strengthened when leaders admit and take ownership of mistakes.

Does Not Abuse Authority – Having authority does not mean being authoritative.

Courage

Takes Initiative – Acting in the best interest of others, regardless of position or authority.

Doesn’t Run in Face of Opposition – Good leaders do not abdicate their role when challenged. They are steadfast and firm – demonstrating authority and grace under pressure.

Courageous – People do not follow cowards. Character is tested under fire and leaders must demonstrate courage.

Vision

Strengthens Others – A leader’s purpose is to make everyone around him better – stronger, more effective, more motivated.

Optimistic and Enthusiastic – Optimistic enthusiasm inspires people. Employees will naturally follow a leader who arouses their hopes, and they will just as surely reject anyone who is perpetually pessimistic.

Focuses on Objectives – A leader focuses on objectives, not obstacles.

Have you ever witnessed children running wild in a restaurant or retail store while the parents, apparently oblivious to the chaos, completely disregard the effect this behavior has on everyone else around them? Of course the child’s behavior is not really the issue is it? After all, the actions of children are merely a reflection of the parent’s priorities and values. Unruly, precocious, undisciplined children left to explore the world on their own terms are simply another symptom of a larger socio-cultural trend that inflicts many adults today – a warped sense of entitlement compounded by a general lack of personal responsibility.

As a parent myself, I simply don’t accept the notion of the overwrought mom or dad, out in public trying to enjoy a family meal or finishing up errands with kids that are overly tired or bored. Children and their needs should always be the parents’ first priority, but this is often not the case. The parent’s agenda far too often comes first – the dinner out, the gift to buy, the dress to try on – all the while with kids in tow. I can’t tell you how many times my wife and I have left a cart full of groceries in the store because one of our toddlers was having a melt down, or how many meals one of us finished alone in a restaurant while the other waited in the car with one of our unruly monsters. Our needs, our schedule, our time together – all came second to our kids.

I also don’t accept the parental ‘philosophy’ of untethered social training, in which children are allowed to explore the world around them with minimal restraint or direction, the justification for which is to encourage creativity and individual expression. Seriously, give me a break! I see parents every single day who evidently subscribe to this theory, either by design or through the abdication of their parental responsibility to provide guidance and leadership. Truthfully, I think many parents today are simply too lazy or too consumed with their own personal desires to provide meaningful parental leadership to their own children. Instead of owning up to the tough role of parent, they instead try to be ‘friends’ with their kids. Children need their parents to be role models who hold them accountable for their actions, not ‘friends’ who condone destructive behavior and shield them from the consequences of their actions.

Children are naturally inquisitive, energetic, and reckless. They are also inherently kind, honest, sensitive, and generous. However, they are unfortunately also a product of their environment. Values such as respect for others, self-discipline, and good old fashioned manners must be instilled and practiced, starting at home. A child’s behavior is a direct and unequivocal reflection of the parent’s behavior and values. Children are taught, or perhaps more accurately, allowed to learn and practice disruptive, disrespectful, and inappropriate behavior.

The mere fact that some parents feel that ‘everywhere’ is a training ground for social interaction, as if that somehow defers the parent’s role, neglects one of the core responsibilities that parents have for raising their children. Training for social interaction begins and ends at home and should define the boundaries for what is acceptable when out in public. The “everywhere” argument implies that the world shares responsibility for training children. I disagree.

Many adults, particularly young adults in their 20s and 30s appear to believe that the world about them exists solely for their comfort, convenience, and satisfaction. Perhaps this is the result of a couple of generations of economic prosperity, but this particular demographic seems to feel that they are owed something – abject servility in restaurants and stores, instant gratification and satisfaction, and freedom from personal responsibility and accountability. For the most part, they’ve not experienced serious difficulty in their lifetime – no cold war nuclear threat, no painful economic hardship, and very little in the way of any significant personal sacrifice. They’ve never spent hours in line for gas on odd days of the month, or worried about a mandatory draft. They’ve been too busy enjoying the American dream, getting what they want when they want, and along the way have become morally complacent, materialistic, and hopelessly entitled.

I don’t know for sure exactly how this mindset became part of our culture. Maybe it was instilled by the parents of my own generation. Maybe it was the environment in which this latest generation grew up. Regardless, it is no wonder that so many of today’s children mirror those attitudes. It’s been bred into them. Children today reflect the same sense of entitlement that they see their parents demanding in their own interactions. If a child breaks something, it’s the store’s fault for having it accessible. If the parents can’t “control” them, they excuse the behavior by saying the children are “uncontrollable” rather than accept responsibility for the fact that they are failing their children in this aspect of their development. Parents insist their kids have the “right” to run and play in public, to make as much noise as they want, to learn social interaction everywhere they go and regardless of the consequences for others around them.

So don’t blame the kids running between the tables in the restaurant or rolling on the floor in the retail store; they’re just children who learn from and emulate their parents. It is the parents who are at fault. It is the parents who should be asked to leave when children are behaving in a way that is disrespectful or inappropriate for their immediate environment. Better yet, the parents should exercise good judgment and remove their children without having to be asked.

Social training should only take place in public places that are conducive to age (or maturity) specific interaction. This, of course, depends on the behavioral capacity of the child. Children who have been adequately taught appropriate behavior at home and who demonstrate appropriate behavior when out in public may well be able to handle a more sensitive adult environment. In any case, there should be no carte blanche for public social training. Unfortunately, the burden of discretion falls upon the parents, who themselves too often need remedial social training.

I have a thing for old tools. Not the ones with cords and plugs, mind you, but old hand tools that predate electricity. The ones guided by hand, powered by muscle, carefully honed and meticulously cared for to retain their edge and effectiveness at doing the job for which they were intended. These are elegant, tactile tools of history, character and quality – tools upon which the livelihood of their owner depended. These tools didn’t sit collecting dust on shelves in garages, used casually or occasionally and allowed to rust. These were tools of journeymen and tradesmen, carpenters, cabinetmakers, shipbuilders, and carriage makers – tools that were passed down through multiple generations. Every one has a story to tell; every paint spot, dent, ding, scratch and chip reflects a different point in time and a different job completed.

Sadly, most of these tools eventually fell victim to post-WWII modern industrialization when mass production, cheap technology, and the population explosion shifted consumer culture from quality and durability to speed and ease of use. Today, we’ll spend $200 on a cordless drill and toss it out when the battery no longer holds a charge. All the while, the noble tools of iron, steel, and wood that built this country sit quietly idle, rusting away in barns and workshops and garages. Few know how to use them, fewer still know how to restore them to functional condition, and just about everyone else wonders why bother doing either. I am one of the relative few who does both.

Opinions on the restoration of old tools vary widely and are frequently debated within their communities of interest. I personally believe that less is more when it comes to restoration. I like the idea of retaining a tool’s character – its scars and marks from use, its patina, etc. I believe a tool should be cleaned and maintained in the same manner as the original craftsman who owned it would have done. A hundred years ago, these tools represented the livelihood of the owner. They were relatively expensive and the woodworkers who owned them relied on them to make a living. They would not have allowed rust to accumulate and would have cleaned and oiled them regularly.

Refining people is not unlike the restoration and care of vintage tools. Regardless of age or experience, there are always rough edges to be eased, working mechanisms in need of adjustment, and business implements to be sharpened to produce the desired result. People in an organization require constant tuning and ongoing maintenance in order to function at their peak capacity. Good leaders exist, not simply as masters of the tools they wield. Rather in the manner of fine craftsmen, they are charged with refining, tuning, and honing the tools in their care, through the edification and development of the men and women they lead.

The refinement of these human tools requires a firm but gently touch. In time, their mettle (pun intended) is reflected in a patina developed through experience, accomplishment, and occasional failure. Skills develop through hands on instruction and are shaped by practice. The quality of results improves as the tool is tuned to achieve the task intended. Adjustments are made, impurities cleaned, and accomplishment is rewarded until eventually the tool attains a confidence, character, and integrity all its own. Shavings are gossamer thin, lines are cut straight and true, and revealed in every achievement is the precision of the tool and the influence of its custodian.

Without constant care, tools become dulled by use – corrosion slowly creeps in, alignment is eventually lost, and the ability of the tool to perform as expected is compromised. Just as the journeyman of 100 years ago was personally responsible for the care and maintenance of his tools, so are the business leaders of people today. In a culture where tools are deemed disposable, easily replaced by a trip to the local home center, leaders of people cannot afford to be so cavalier. These human tools represent the livelihood of the organization. They are relatively expensive and the companies that employ them rely on them to sustain and grow the business. They must not be allowed to fall idle and rust.

To say that customer service is virtually non-existent today would be a comical understatement. It seems everywhere we turn the quality of service we receive is inconsistent at best, from the waiters and sales people who ignore us to business managers who view us as interruptions. I believe the root of the problem is not so much one of employee indifference; this is merely a symptom of the problem rather than the problem itself. The real problem is a systematic failure on the part of companies and their managers to see beyond the transaction, make decisions based on intellect verses emotion, and empower their employees to be an advocate for the customer rather than ‘defender’ of the company.

Most people, if they are at all engaged in their job, want to do well. Likewise, all companies want to be successful, and understand the value and necessity of happy customers. So, where is the disconnect? I believe it’s with the middle and lower level leadership. It’s not much of a stretch to conclude that employee attitudes toward customers are a reflection of the culture created by management within the store, restaurant, or department. I suppose there are a myriad of reasons, everything ranging from indifference and ignorance to a misguided notion of protecting the financial bottom line. Just last week my wife asked to speak with the general manager of our dealership over a mechanical problem with our year old car that the staff was unwilling to rectify. His response after listening to her complaint was to accuse her of being confrontational. It is no wonder his staff was so unhelpful.

Leaders at every level bear the responsibility for maintaining a culture of service excellence, communicating expectations, and monitoring performance. This requires personal interaction, not only with employees, but also with the customers. Leaders can’t lead from behind a desk or though emails. They have to get out of their offices, spend time along side their employees and participate in constant face to face interaction. This is why you see managers in finer restaurants stop by your table to ask if everything was okay. They understand the value of personal attention to their staff, customers, and business. Philip K. Wrighley, chairman of the world’s largest chewing gum company, famously relayed the following story: “I went into our New York office one day and they asked who was calling. I told them it didn’t make a bit of difference. It might be a guy wanting to buy some gum – and that’s all that mattered.”

Below I’ve attempted to summarize service excellence in five fundamental principles. Perhaps I’ve oversimplified it, but I don’t think so. In fact, isn’t that the point? Superior customer service really isn’t all that complicated or expensive. Everyone should try it.

Customer service is never an ‘exception’ or an ‘accommodation’These two words should be removed from our vocabulary. Meeting (not to mention exceeding) a customer’s expectations should be a matter of principle. Make decisions with enthusiasm, not reluctance, demonstrating a spirit of genuine appreciation instead of concession.

Delighting a customer is a personal opportunity to be the ‘hero’Be the customer’s advocate in every interaction. Customers should see us as their personal partner, not simply a representative of the company, and certainly never an adversary. It is our job to get to ‘yes’. Regardless of the situation, every satisfied customer reflects a personal success, and every disappointed customer reflects a personal failure.

Customer service does not cost money, it earns future business
We get far too wrapped up in our perceived sense of what is ‘right’ or ‘just’ when making service related decisions. Any costs incurred in delighting a customer are literally insignificant compared to the goodwill and future business we gain. Whether or not we feel they deserve it is irrelevant. Customer service is not a battle to be won or lost, nor is it an affront to our integrity. Better to give in to 10 thieves than to lose one legitimate customer.

The solution is always more memorable than the problemProblems are going to occur – products will break, deadlines will be missed, mistakes will be made. It is how well we anticipate and resolve our customers’ problems that influences their perception of our company and their decision to give us their future business. Never leave a customer with an unresolved problem; alwaysinitiate a solution.

The customer doesn’t have to ‘be’ right for us to ‘make it right’
It’s as simple as this… no matter who is at fault, no matter what it costs, no matter what it takes – make it right for the customer.

Don’t despair in failureBe strengthened in your resolve to succeed. Failure is temporary. Rather than being discouraged, learn to leverage failure as an instrument for learning and an opportunity for strengthened resolve. Remember, every hurdle cleared is one less obstacle between you and your objective. Should you stumble and fall, fall forward.

Never give upBe a relentless tormentor of your objectives. Be both patient and persistent, focusing on the objectives, not the obstacles. If you believe in your course, persevere to the end, even in the face of great adversity or overwhelming odds. Never give up.

Never compromise your principles
It takes courage to draw a line in the sand, to stand up for what you believe. Your principles should be absolute, upheld with unwavering conviction. Personal preferences, on the other hand, warrant flexibility. Know the difference between the two – when to be firm, and when to be flexible.

Own your mistakesAdmit your mistakes, embrace them, and learn from them. Don’t hide them and never ever deflect responsibility to someone else. The future has an uncanny way of revenging past deception. Take ownership and live with the consequences.

Challenge convention; question assumptionsQuestion what everyone else takes for granted or assumes to be true. Ambiguity and change is unsettling. Consistency is comfortable and people often become unwittingly trapped by complacency or conjecture. Acceptnothing without confirmation or validation and challenge others who do. Remember the old saying; sacred cows make the best burgers.

Show integrity in the smallest of things
Integrity is the resolve to do the right thing even when no one else will know you’ve done it. It’s returning a shopping cart to the cart return, turning in the sunglasses you found, leaving your name and number on the car you accidentally bumped. Integrity is rooted in the foundation of character. It’s not rewarded by recognition, but sustained by a personal conviction of right and wrong.

Lead from the front…from over your shoulder and within arms reach. You have to touch the people you lead; walk among them and share in their burdens and triumphs. Lead face to face – not from an office, not through memorandums or phone calls or email. Show, don’t tell, and don’t ask anyone to do what you are unwilling to do yourself.

Establish a sphere of influence
Everyone needs advocates, people resolute in their support while unequivocal in their candor. Surround yourself with an inner circle of trusted friends and family who will champion your cause while providing honest, constructive feedback and advice. Learn to leverage their strengths to counterbalance your weaknesses.

Learn to ask questionsRather than trying to learn all the answers, it’s far more important to learn what questions to ask. Milan Kundera, the author of The Unbearable Lightness of Being once observed, “The stupidity of people comes from having an answer for everything.” The ability to ask intelligent, relevant, and insightful questions is supremely valuable and uncommonly rare. One final thought… know the distinction between asking for information and asking for affirmation.

Pick your battles carefullyLife is not fair; injustice sometimes prevails. Still, not every conflict warrants a fight. Like it or not, our world is complicated by political influences, and it’s easy to win a battle and still lose the war. Consider what is to be gained and lost, and keep your eye on the larger objective.

Master the languageIt might sound old-school in the age of texting, tweeting, and social networking, but a mastery of language communicates as much credibility and commands as much respect as a pedigree diploma, perhaps more. Language skills in our society have become appallingly poor. By contrast, a broad vocabulary brandished with flawless spelling, punctuation, and grammar is an incredibly powerful asset.

If you speak, speak thoughtfully with purpose, confidence, and authority; otherwise, be silentDon’t speak simply to be heard. Have something relevant to say. “Half the world is composed of people who have something to say and can’t, and the other half who have nothing to say and keep on saying it.” – Robert Frost